involving your stakeholders in the strategic planning...
TRANSCRIPT
Category 2 Involving Your Stakeholders in the
Strategic Planning Process & Aligning Strategic Goals
2012
© 2009 Baylor Health Care System 2
Baylor Waxahachie at A Glance
• 2,988 inpatient admissions
• 39,646 emergency department visits
• 68,100 outpatient visits
• 251 physicians, total medical staff
• 444 employees
FY11 Statistics
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Baylor Medical Center at Waxahachie • 57 bed acute care community hospital • Located in Waxahachie, TX Ellis County • BMCW is part of the Baylor Health Care System, which is comprised of 30 owned, operated, ventured and affiliated hospitals and more than 312 access points across a 10 county area in North Central Texas.
© 2009 Baylor Health Care System
Approach-Deploy-Learning-Integration Strategic Planning Process and Goal Alignment
• Approach – Collect data from stakeholders to ensure that resulting strategy includes all of the stakeholder voices
• Deploy-Strategy is deployed using variety of mechanisms including aligning of goals and utilization of action plans
• Learning-Adjustments are made to mechanisms to improve • Integration – Strategy alignment to department and individual
goals helps ensure integration of the overall strategy
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© 2009 Baylor Health Care System
The Involvement Evolution of Our Strategic Planning Process
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Administration and the Board of Trustees
Strategic Planning Committee Formed
Formal Document and SWOT
Addition of Employee, Manager, Physician
and Volunteer SP Questionnaire
Introduced
Increased participation of Employees,
Physicians, and Volunteers
Board of Trustees included in SPQ
© 2009 Baylor Health Care System
Who Are Our Stakeholders
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Stakeholder Method of Communication
Board of Trustees Two way communication during SPP, Monthly board meetings
Management Team Surveys, Rounding, Managers retreat, Monthly meetings, Open door, Email
Shared Governance Councils Meetings, Surveys Employees Surveys, Rounding Volunteers Surveys, Regular meetings with Auxiliary
leadership, two meetings with full membership a year, town halls
Patients Patient Advisory Council, Survey, Rounding
Physicians Survey, Open door Embedded Partners Surveys, Rounding, Open door
© 2009 Baylor Health Care System
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Listening Posts
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• Surveys • Pathways to Excellence • NDNQI • Patient Safety Culture • Strategic Planning Questionnaire • Employee Engagement • Auxiliary Engagement • Press Ganey • HCAHPS
• Patient Advisory Council • Personal contact with
patients/families • Regular meetings with Auxiliary
• Market Research • Social Media
© 2009 Baylor Health Care System
Strategic Planning Questionnaire
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2012 Questions 2011 Questions Competitive edge Competitive edge
Greatest threat Greatest threat
Opportunities for improved community partnerships
Improve communication
Opportunities for improved community partnerships
BMCW positively impacting the community
Personal influence on BMCW reputation
BMCW Reputation to be
Prioritization of service lines Opportunities in the market place
2012 – 98 % response rate increase over 2011 questionnaire
© 2009 Baylor Health Care System
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Strategic Challenge – Patient Centeredness, continuing the journey
Patient Advisory Council (PAC) • Establish Patient Advisory
Council • Launch additional listening posts throughout the community • Gain Patient and Family member perspectives for hospital initiatives • Invested community members that have been either patients or family members of patients at our facility •Gives patient facing employees a safe place to explore initiatives that will impact patients once implemented
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• Bridging employee and patient perspectives
Initiatives • Open Access for ICU • Bedside Reporting • Bright idea implementation from
an employee Upcoming Opportunities for PAC • Continued focus on patient
centered journey • Discharge Information and
Doctor Communication
© 2009 Baylor Health Care System
Integrating What we learn from Feedback • Formulate our annual facility goals • Highlight the survey results during a employee town hall sessions • Reference changes tied to the survey back to employees • Develop goals • Feed into Action Plans • Communication Plans
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© 2009 Baylor Health Care System 12
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Goal Setting Guiding Principles
High employee involvement
Senior leadership sponsorship and involvement
Developing a sustainable discipline to determine more specific goals to increase business results and employee engagement in the process
Need buy-in and “skin in the game” by all involved
© 2009 Baylor Health Care System
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Overall Steps in the Process
President Kick-Off
Communication
Establishing the Foundation for Goal Setting
Evaluating and Selecting Draft Hospital Goals
Finalizing Hospital
Leadership Goals
•Process Overview •Expectations
•Key Challenges (President & Employees) •“Target Focus Areas”
•Peer Goal Review •Metrics Review •Identify Barriers
•Alignment Check •“Drill Down” Strategy
PRE-WORK
Waxahachie
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Additional Challenges
(Facility level)
SMART Goals
Target Areas (Facility level)
Areas of Focus (System level)
Root Cause (Facility level)
Leading and Lagging Indicators
Cascade
Functional Area
Cascading Flow of Goal Setting:
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Terminology
• Focus areas and Areas of Focus: system wide goals, determined by Joel and his executive team, and the metrics are held at Joel’s level
• Target areas: facility, service line and functional level goals, determined by the leader of the entity (Ex: President of the hospital, service line leader, or functional leader - i.e. SVP of HR)
• SMART goals: individual goals relative to the position held – specific, measurable, attainable, realistic, time based
• Additional challenges: entity/facility specific challenges which factor into target areas
• Root Cause: underlying drivers which feed into the challenges
© 2009 Baylor Health Care System
Goals Checklist
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Barriers to Achievement
Review potential barriers Evaluate plan to overcome barriers
Measurement
Weight Leading/Lagging indicators Quarterly 90 Day goal Action Steps to achieving Goal
Alignment
Strategic Plan To Hospital System Function “Target Areas” To Focus Area To Vision 2015
Quality
SMART test Stretch Outcome focused